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| Criterion |  Decision Making Force Field Analysis |  Decision Making Wideband Delphi |  Decision Making Three-Point Estimation |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 45-90 min | 1-4 h or multiple rounds | 10-30 min je Item | Half day |
Participantsdifferent | 3-12 | 4-12 Experten | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes | Three-Point Estimate, Risk Range, Assumption Notes | Leverage Map, Action Strategy |
Tagsno overlap | ChangeDecisionStrategy | EstimationExpertsForecasting | EstimationUncertaintyForecasting | Systems thinkingChangeStrategy |